Articlegold2020

Towards a Sustainable Leader-Follower Relationship: Constructive Dissensus, Organizational Virtuousness and Happiness at Work (HAW)

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Workplace Spirituality and Leadership

Abstract

This paper examines how leaders and followers can interact positively under complex and bounded conditions. For this purpose, this paper conceptualizes and measures the concept of constructive dissensus. Constructive dissensus relates to a mutual understanding leading to a situation of coregulation. In addition, the relationship between constructive dissensus and happiness at work is examined on the basis of affective events theory. Furthermore, the mediating role of organizational virtuousness is assessed. Through structural equation modeling, a multilevel analysis was performed. Data from 130 bank branches and 606 employees were gathered. The results reveal a direct effect of constructive dissensus on employees’ happiness at work. Moreover, a partial mediation effect of organizational virtuousness was found in the relationship between constructive dissensus and happiness at work.

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1987Leadership and Performance beyond Expectations 2009\nThe use of partial least squares path modeling in international marketing 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors 1981Leadership in Organizations 1996Affective Events Theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work.2002Trust in leadership: Meta-analytic findings and implications for research and practice.2001Reciprocation of perceived organizational support.

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